12. Tools & Techniques

Tools & Techniques

Work Breakdown Structure (WBS)

As introduced in Scope Management, the WBS is the cornerstone of project planning. It serves as the foundation for cost estimation, resource allocation, risk identification, and schedule development. Best practice: use verb-noun format (e.g., "Design Database," "Test Module A").

RACI Chart

A Responsibility Assignment Matrix (RAM) that clarifies roles:

R — Responsible (does the work)
A — Accountable (approves the work; only one per task)
C — Consulted (provides input before decision)
I — Informed (notified after decision)

Activity	PM	Developer	Tester	Sponsor
Requirements	A	C	I	R
Development	A	R	I	I
Testing	A	C	R	I
Deployment	A	R	C	I

Lessons Learned

A lessons learned document captures what went well, what went wrong, and recommendations for future projects. Best practices:

Hold sessions throughout the project, not just at the end
Create a blameless environment for honest feedback
Focus on actionable recommendations, not just observations
Store in a centralized repository for future reference

Project Records Management

Maintain organized project documentation including charter, plans, status reports, change requests, risk register, issue log, meeting minutes, and closure documents. Use a consistent naming convention and folder structure.

The Project Triangle

Beyond the Iron Triangle, modern project management considers additional constraints: resources, risk, quality, customer satisfaction, and stakeholder expectations. The triangle serves as a communication tool to explain trade-off decisions to stakeholders.

Practice Task: Create a WBS for a team outing event with at least 15 work packages. Build a RACI chart with 5 team members and 6 key activities. Conduct a mock lessons learned session for a project you've worked on (or a hypothetical one). Write down 3 things that went well, 3 that could improve, and 2 actionable recommendations.